Change June 2014

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Half day open training event on effectively managing change held in Toronto, Canada

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Change June 2014

  1. 1. Change-it’s good for you! by Toronto Training and HR June 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 Definitions 7-9 Phases of change 10-11 Topics for change 12-13 Different schools of thought 14-16 Are we complacent? 17-18 Urgency-true or false? 19-20 Overcoming barriers caused by culture 21-23 Changing a culture 24-25 Issues in the change management process 26-27 Change agents 28-29 Middle managers in the front line of change 30-31 Training for change 32-34 Focus on the people side of change 35-36 Building communication confidence 37-38 Factors influencing individual response to change 39-40 Levels of engagement 41-42 Appreciative Inquiry 43-45 Climbing the career ladder 46-47 Must haves of an effective change management program 49-50 Before, during and after the change process 50-51 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Definitions • Change • Successful change • Transition Page 6
  7. 7. Page 7 Phases of change
  8. 8. Phases of change 1 of 2 • Current phase • Action phase • New phase Page 8
  9. 9. Phases of change 2 of 2 HELPING PEOPLE MOVE THROUGH THE PHASES • Create a clear view • Move quickly • Communicate continuously • Recognize early achievements Page 9
  10. 10. Page 10 Topics for change
  11. 11. Topics for change • Benefits management • Stakeholders and communication • Risk management • Soft skills • Business change manager Page 11
  12. 12. Page 12 Different schools of thought
  13. 13. Different schools of thought • Behavioural approach • Cognitive approach • Psychodynamic approach • Humanistic psychological approach Page 13
  14. 14. Page 14 Are we complacent?
  15. 15. Are we complacent? 1 of 2 YES, IF… • discussions focus inward and not on markets, emerging technology, or competitors • candour is lacking in confronting bureaucracy and politics that slow things down • people regularly blame others for problems instead of taking responsibility • past failures are discussed not to learn, but to stall new initiatives
  16. 16. Are we complacent? 2 of 2 YES, IF…(CONT.) • assignments around critical issues are rarely completed on time or with quality • cynical jokes undermine important discussions • meetings on key issues end with no decisions about what must happen now • passive aggression exists around big issues • people say, "we must act now”, but then don’t act
  17. 17. Page 17 Urgency-true or false?
  18. 18. Urgency-true or false? • What is false urgency? • You have a culture of false urgency if… • What is true urgency? • You have a culture of true urgency if… • Guarantees Page 18
  19. 19. Page 19 Overcoming barriers caused by culture
  20. 20. Overcoming barriers caused by culture • Understand readiness for change • Focus on leadership • WII-FM • Imparting transformation skills to all employees • Right metrics drive the right behaviour Page 20
  21. 21. Page 21 Changing a culture
  22. 22. Changing a culture 1 of 2 • Communicate then communicate again • Clarify the story for yourself; the organization is moving from what to what exactly • Consider a new job title; think logo, tagline and headline Page 22
  23. 23. Changing a culture 2 of 2 • In your communication, clarify that this is a break from the past and what the future will look and feel like • Live the new cultural values and norms impeccably Page 23
  24. 24. Page 24 Issues in the change management process
  25. 25. Issues in the change management process • Organizational issues • Individual or group resistance to change Page 25
  26. 26. Page 26 Change agents
  27. 27. Change agents • What makes a change agent • Predictors of success • What change agents are not • Tactics employed by change agents to create cultures ripe for change Page 27
  28. 28. Page 28 Middle managers in the front line of change
  29. 29. Middle managers in the front line of change • How do middle managers contribute? • Properties and in practice • Key capabilities which carry a premium in the current context Page 29
  30. 30. Page 30 Training for change
  31. 31. Training for change • Timeliness • Need and application • Commitment • Key training topics • Characterizing available capacity for change Page 31
  32. 32. Page 32 Focus on the people side of change
  33. 33. Focus on the people side of change 1 of 2 • Don’t judge individuals by their initial reaction • Realize that much of what you say immediately after making the announcement may not be heard • Ask your people how they feel about the change Page 33
  34. 34. Focus on the people side of change 2 of 2 • Allow your key managers to have time to process and accept change themselves, before they meet with their team members • Identify and bring key opinion leaders onboard first Page 34
  35. 35. Page 35 Building communication confidence
  36. 36. Building communication confidence • Context • Personalization • Practice • Productivity tools • Availability • The extra mile • Support and encouragement • Evaluation strategy • Partnership Page 36
  37. 37. Page 37 Factors influencing individual response to change
  38. 38. Factors influencing individual response to change • Nature of the change • Consequences of the change • Organizational history • Type of individual • Individual’s history • Additional questions to ask Page 38
  39. 39. Page 39 Levels of engagement
  40. 40. Levels of engagement • Real commitment • Supportive enrolment • Genuine compliance • Formal compliance • Grudging compliance • Non-compliance • Apathy Page 40
  41. 41. Page 41 Appreciative inquiry
  42. 42. Appreciative inquiry • What is it? • What does it cover? • The volunteer model Page 42
  43. 43. Page 43 Climbing the career ladder
  44. 44. Climbing the career ladder 1 of 2 • Add value to your position • Let others know what you want to do • Ask others for support • Develop a strategy for success • Learn new skills • Make yourself indispensable • Don’t underestimate the competition • Keep on networking Page 44
  45. 45. Climbing the career ladder 2 of 2 • Enhance your personal image • Embrace change Page 45
  46. 46. Page 46 Must-haves of an effective change management program
  47. 47. Must-haves of a change management program • Gain support with the right pitch • Manage the risks • Prioritize • Set the pace • Pre-empt change fatigue • Choose the right people • Keep leaders visible • Measure success Page 47
  48. 48. Page 48 Before, during and after the change process
  49. 49. Before, during and after the change process • Questions to ask • Managing oneself • Achieving successful cultural change Page 49
  50. 50. Page 50 Conclusion, summary and questions
  51. 51. Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions

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